The Boston Beer Company was founded by Jim Koch in 1984. The Boston Beer Company has been cited as one of the best companies to work for by Boston Magazine, one of the Best Entry-Level Jobs by The Princeton Review, and their beers have won more awards than any other in history. Samuel Adams beers were known for their distinct taste and freshness. The Boston Beer Company, Inc. is a publicly-traded company listed on the New York Stock Exchange under the symbol, SAM.
I. Current Situation A.
Current Performance: The Boston Beer Company is engaged in the business of producing and selling alcohol beverages primarily in the domestic market and, to a lesser extent, in selected international markets. The Company’s revenues are derived by selling its products to distributors, who in turn sell the products through to retailers and drinkers. The Boston Beer Company, Inc. (“Boston Beer” or the “Company”) is the largest craft brewer in the United States. In fiscal 2011, Boston Beer sold approximately 2.
5 million barrels of its proprietary products (“core brands”) and brewed or packaged approximately 13,000 barrels under contract (“non-core brands”) for third parties. During 2011, the Company sold over fifty beers under the Samuel Adams or the Sam Adams brand names, seven flavored malt beverages under the Twisted Tea brand name, three hard cider beverages under the Angry Orchard brand name and one hard cider under the HardCore® brand name. Boston Beer produces malt beverages and hard cider at Company-owned breweries and under contract arrangements at other brewery locations.
In 2011, the Company estimates that growth of the craft beer category was approximately 12% to 14%, while the Better Beer category as a whole was up approximately 6% and the total beer category declined approximately 2%. The Company estimates that the Better Beer category now comprises approximately 20% of domestic beer consumption. The Company believes that significant opportunity to gain market share continues to exist for the Better Beer category. In 2007, Boston Beer Company had revenues of $341 million with Cost of goods sold of $152 million and $22.
5 million of net income. From 2007 to 2009, revenues grew by 22% to $415 million with cost of goods sold of &201 million and $31. 1 million in net income. In 2009 their Earnig per share was $5. 09. The Boston Beer Company had no long term debt and only 14 million shares outstandin. In August 2010, the stock price was $67. Their mission is “to seek long term profitable growth by offering the highest quality products to the U. S. beer drinker. ” And the vision is “to become the leading brewer in the Better Beer category by creating and offering high quality full-flavored beers.
” B. Corporate Governance: * David A. Burwick (Class A Director) Mr. Burwick has extensive experience in marketing consumer product goods and brand development. And here he is responsible for reviewing and evaluating the performance of the marketing strategy. * Pearson C. Cummin (Class A Director) He is an experienced investor and a venture capitalist, with extensive experience in finance, public company corporate governance and executive compensation matters. Here he is responsible for reviewing of financial operation.
* James (Jim) Koach (Chairman) Jim Koch founded the Company in 1984 using his great-great grandfather’s recipe and revolutionized the American beer industry. Mr. Koch currently serves as the Chairman of the Company. Until January 2001, Mr. Koch also served as the Company’s Chief Executive Officer. * Jay Margolis (Class B Director) Mr. Margolis has significant knowledge of retailing of consumer product goods, merchandising, consumer insights, strategic planning and public company corporate governance. * Martin F. Roper (Chief Executive Officer) Mr.
Roper was appointed the Chief Executive Officer of the Company in January 2001, after having served as the President and Chief Operating Officer of the Company since December 1999. Mr. Roper joined the Company as Vice President of Manufacturing and Business Development in September 1994 and became the Chief Operating Officer in April 1997. * Gregg A. Tanner (Class B Director) Mr. Tanner has over 30 years of operations and supply chain management experience in the food and beverage industry, with significant experience in risk management. And here he is responsible for risk management strategy.
* Jean-Michel Valette (Class B Director) Mr. Valette has extensive experience in management, public company corporate governance, strategic planning and finance, as well as in the alcohol beverage industry. Here he is responsible for strategic planning. * Responsibilities of Directors: The primary responsibility of directors is to oversee the management of the Company and, in so doing, to exercise their business judgment to act in what they reasonably believe to be the best interests of the Company and its shareholders.
In discharging their duty of oversight, directors should give careful attention to the selection of the Chairman and the Chief Executive Officer and should monitor their performance and that of the Company. The Board should give appropriate attention to long and short-term strategic, financial and other organizational goals of the Company and its plans for the achievement of those goals. In exercising their responsibilities, directors should be entitled to rely on the honesty and integrity of the Company’s senior executives and its outside advisors and auditors. C. Top Management: * C. James Koch (Chairman) C.
James Koch, currently serves as Chairman of the Company. Mr. Koch founded the Company in 1984 and was the Chief Executive Officer from that time until January 2001. * Martin F. Roper (President and Chief Executive Officer) Martin F. Roper, was appointed Chief Executive Officer of the Company in January 2001, and has been President of the Company since December 1999, after having served as its Chief Operating Officer since April 1997. He joined the Company as Vice President of Operations in September 1994. * William F. Urich (Chief Financial Officer and Treasurer) William F.
Urich, was appointed Chief Financial Officer and Treasurer of the Company in September 2003. Prior to joining the Company, Mr. Urich had been the Chief Financial Officer of Acirca, Inc. , a producer of organic foods and beverages, from 2001 to 2003. * John C. Geist (Vice President of Sales) ohn C. Geist was appointed Vice President of Sales in February 2007, after having served as National Sales Manager of the Company since 1998. Mr. Geist came to the Company in 1997 from a large alcohol beverage distributor where he had been a sales manager. * David L.
Grinnell (Vice President of Brewing) David L. Grinnell, joined The Boston Beer Company in 1988 as the Manager of Brewing Operations until he was promoted to Director of Brewing and Quality in January 2001. Mr. Grinnell held this position until he was promoted to the position of Vice President of Brewing in January 2008. * Thomas W. Lance (Vice President of Operations) Thomas W. Lance joined the Company in January 2007 after having served as Executive Vice President, Operations, of Ken’s Foods of Marlborough, Massachusetts for more than five years.
* Al-Li Lim (Vice President of Human Resources) Ms. Lim is the Company’s Vice President of Human Resources. Before that, Ms. Lim worked for Monitor Group, an international consulting firm located in Cambridge, Massachusetts, for 13 years, first as a consultant and then in the human assets department, serving during the last three years there as Global Human Asset Manager. * Robert P. Pagano (Vice President of Brand Development) Mr. Pagano joined the Company in 2011 as Vice President of Brand Development. * Kathleen H. Wade (Vice President – Legal and Corporate Secretary) Ms.
Wade joined the Company in 1999 as Corporate Legal Director and Corporate Secretary. She became Secretary of the Company in 2010 and was appointed Vice President-Legal and Corporate Secretary in March 2012. II. External Environment: A. General Environment: The Company started to become concerned about the long term competitive threat. To gain more market share in a highly competitive market, the industry was shifting to the mass production of beers. Competitor began to merge with other brands and try to create their position in the market.
The consumption of beer is divided into two category like light beer and the craft beer categories. Although the industry dominated by male customers, female customers may viewed as an opportunity. As the company grew, Jim Koch proved to be an effective and visionary leader. The domestic beer industry, excluding Better Beers, has experienced a decline in shipments over the last ten years. The Company believes that this decline is due to declining alcohol consumption per person in the population, drinkers trading up to drink high quality, more flavorful beers and increased competition from wine and spirits companies.
During the past ten years, domestic light beers, which are beers with fewer calories than the brewers’ traditional beers, have experienced significant growth within the industry and now have a higher market share than traditional beers. B. Industry Environment: The Company’s beers are primarily positioned in the Better Beer category of the beer industry, which includes craft (small, independent and traditional) brewers, specialty beers and most imports. Better Beers are determined by higher price, quality, image and taste, as compared with regular domestic beers.
Samuel Adams is one of the largest brands in the Better Beer category of the United States brewing industry, trailing the imports Corona and Heineken. In addition, AB InBev and MillerCoors have entered the Better Beer category, either by developing their own beers, acquiring, in whole or part, existing craft brewers, or by importing and distributing foreign brewers’ brands. The industry was facing many challenges in 2010. On that time the domestic beer overall sales declined by 1. 2%. Analysts predicted inflation adjusted growth rate to be 0.
8% though 2012. Decreases in domestic beer sales as a whole were mainly due to decreased alcohol consumption per person. U. S. people become more health concern and as well as legal consequences, for these reason the sales decreased. However the beer industry in the United States is continually changing and therefore companies inthis industry must be versatile. Their versatility comes in a variety of forms, from changing theirproduct offering, to changing their strategic goals, and finally, recognizing opportunities and threats.
This paper explores many aspects of the industry though the use of Porter’s five forces model. Weanalyze the internal rivalry present in the industry, any buyer or supplier power that is present, entrybarriers that exist, and any substitutes and threats that face the industry. C. Summary of External Forces: The company had gone though external factors re-structuring this was through decentralization of power, and more operation independence to the external forces. From the very beginning of the Boston Beer Company, have understood their responsibility to be a good corporate citizen.
Involves in the welfare activities of community help to keep good image in community, Keep commitment to their suppliers helps to have materials on time. But highly competition faced in the market. Some of the company’s current and potential competitors had substantial resources and may have been able to provide such products and services at little or no profit or even at a loss to compete with the company’s offerings. Alternatively these competitors may have collaborated with each other to offer solutions that were more integrated than those they currently offered. III.
Internal Environment: Corporate Structure: The corporate structure of Boston Beer Company is extremly consistent with current organizational objectives, strategies, policies. The management always tries to accompolish the company’s mission and vision. The Board of Directors shall conduct a self-evaluation at least bi-annually, or more frequently if necessary to comply with the regulations of the NYSE or any other applicable statute or regulation, for the purpose of determining whether the Board as a whole and the committees of the Board are functioning effectively. A. Corporate Culture:
The organization culture, values and beliefs were very rigid, formal, rule driven and in flexible. Boston Beer’s culture confined to be deeply rooted in Jim Koch business philosophy and leadership style. Jim believes in the value of the individual, both inside and outside the company. Jim has believed from the beginning that the more you know and understand about beer, the more you’ll appreciate a beer like Samuel Adams Boston Lager. To begin that mission, all new employees go through intensive training on everything from ingredients, brewing, and beer styles, to taking care of the beer once it leaves the brewery.
The passion for beer continues with an annual homebrew competition that we all take part in. Each year, usually in January, everyone gathers together. One of the highlights of the meeting is the beer trivia contest. With a culture so steeped in beer education and knowledge, winning is a pretty big deal. Everyone acting on behalf of the Company should at all times strive to avoid even the appearance of improper behavior. To that end, those acting on behalf of the Company should, before taking any action, ask themselves the following questions: * Is this action both legal and ethical?
* Does this action conform to both the letter and the spirit of the Code? * Is it clear that the Company would not be embarrassed if this action were to become known generally within the Company, or by the public? B. Organizational Activities Analysis: The Boston Beer Company is known for the quality of our beers, and for their creativity and innovation in developing, brewing, and selling these beers. They use traditional brewing methods and follow sound brewing fundamentals to ensure that the beers are always of the highest quality. Innovative recipes and ingredients are used in creating exciting new styles of beer.
While these ingredients and recipes combine to create fine beers, there always remains a bit of mystery and wonder as the brewing process transforms their work into a world-renowned product. * Marketing: The Company sells its products to a network of approximately 400 wholesale distributors. These distributors, in turn, sell the products to retailers, such as pubs, restaurants, grocery chains, package stores, stadiums and other retail outlets, where the products are sold to drinkers. With few exceptions, the Company’s products are not the primary brands in distributors’ portfolios.
Thus, the Company, in addition to competing with other malt beverages for a share of the drinker’s business, competes with other brewers for a share of the distributor’s attention, time and selling efforts. The Company’s business goal is to become the leading brewer in the Better Beer category by creating and offering high quality full-flavored beers. With the support of a large, well-trained sales organization, the Company strives to achieve this goal by increasing brand availability and awareness through advertising, point-of-sale, promotional programs and drinker education.
The growth in craft beer sales was good news for the Boston Beer Company, which positioned itself in this category and was the largest and most successful craft brewer in the U. S. market. It ranked third overall in the U. S. Better Beer category, trailing only two imports, Corona from Mexico and Heineken from Netherlands. The Company’s product strategy is to create and offer a world-class variety of traditional and innovative beers and other alcoholic beverages with a focus on promoting the Samuel Adams product line.
In most markets, the Company focuses its advertising and promotional dollars on Samuel Adams Boston Lager and Samuel Adams Seasonal Beers. The Samuel Adams Brewmaster’s Collection is an important part of the Company’s portfolio and heritage, but receives limited promotional support. The Imperial Series, Barrel Room Collection, Single Batch Series and Limited Edition Beers are produced in limited quantities and are sold at higher prices than the Company’s other products. The Twisted Tea brand family has grown each year since the product was first introduced and has established a drinker following in several markets.
The Angry Orchard brand family was launched in the second half of 2011 in several markets and has received positive wholesaler, retailer and drinker support since its launch. Their Advertising, promotional and selling expenses increased by $21. 6 million, or 15. 9%, to $157. 3 million for the year ended December 31, 2011 The Company sells its products predominantly in the United States, but also has markets in Canada, Europe, Israel, the Caribbean, the Pacific Rim and Mexico. During 2011, the Company’s largest customer accounted for approximately 4% of the Company’s net sales.
The top three customers accounted for approximately 9%, collectively. In some states, the terms of the Company’s contracts with its distributors may be affected by laws that restrict the enforcement of some contract terms, especially those related to the Company’s right to terminate the services of its distributors. * Finance: Net revenue increased by $49. 2 million, or 10. 6%, to $513. 0 million for the year ended December 31, 2011, from $463. 8 million for the year ended December 25, 2010. Gross profit for core brands was $115. 08 per barrel for the year ended December 31, 2011, as compared to $113.
24 for the year ended December 25, 2010. Net revenue increased by $48. 7 million, or 11. 7%, to $463. 8 million for the year ended December 25, 2010, from $415. 1 million for the year ended December 26, 2009. In 2010 the Boston Beer Company Net profit margin was 13. 28%, and EPS was $5. 09. The company’s 5 years annual growth was 13. 46% and last 5 years annual EPS was 30. 60%. In 2010 their return on investment was 34. 04%, return on assets was 25. 76% and return on equity was 37. 85%. And these information shows the management of Boston Beer Company is very efficient & effective.
* Research and Development: The Company is committed to maintaining its position as a leading innovator in the Better Beer category by developing new products that allow the Samuel Adams beer drinker to try new styles of malt beverages. To that end, the Company continually test brews different beers and occasionally sells them under various brand labels for evaluation of drinker interest. The Company also promotes the annual LongShot American Homebrew Contest in which Samuel Adams beer drinkers and employees of the Company submit homebrews for inclusion in the LongShot six-pack in the following year.
During the year, the Company sold over fifty Samuel Adams beers commercially and brewed many more test brews. The Company’s Boston Brewery spends most of its time ideating, testing and developing beers and ciders for the Company’s potential future commercial development. The Company developed and commercially launched three new ciders in 2011 under the Angry Orchard brand. This company unusually active in testing and experimenting with new merchandising techniques.
From the beginning Jim Kock had been quick to imitate good ideas and merchandising practices employed by other retailers. The company believed continual investment in research and development was critical to the development and enhancement of innovative products and technologies. The industries in which the company competed were characterized by rapid technological advances; the company’s ability to compete successfully was heavily dependent upon its ability to ensure a continual and timely flow of competitive products, services, and technologies to the marketplace.
* Operation and Logistics: The Company continually evaluates the performance of its various beers, flavored malt beverages and hard cider styles and the rationalization of its product line, as a whole. The Company is committed to maintaining its position as a leading innovator in the Better Beer category by developing new products that allow the Samuel Adams beer drinker to try new styles of malt beverages. The Company’s Boston Brewery spends most of its time ideating, testing and developing beers and ciders for the Company’s.
potential future commercial development. The Company developed and commercially launched three new ciders in 2011 under the Angry Orchard brand. The Company has been successful to date in obtaining sufficient quantities of the ingredients used in the production of its beers. These ingredients include: malt, hops, yeast. The Better Beer category within the United States beer market is highly competitive due to the large number of craft brewers and imported beers with similar pricing and target drinkers.
The Company anticipates competition among domestic craft brewers to remain strong, as craft brewers experienced their seventh successive year of growth in 2011. The Company also competes with other alcoholic beverages for drinker attention and consumption. In recent years, wine and spirits have been competing more directly with beers. The Company monitors such activity and attempts to develop strategies which benefit from the drinker’s interest in trading up in order to position its beers competitively with wine and spirits.
The Company distributes its products through independent distributors who may also distribute competitors’ products. Certain brewers have contracts with their distributors that impose requirements on distributors that are intended to maximize the wholesalers’ attention, time and selling efforts on that brewer’s products. These contracts generally result in increased competition among brewers as the contracts may affect the manner in which a distributor allocates selling effort and investment to the brands included in its portfolio.
The Company closely monitors these and other trends in its distributor network and works to develop programs and tactics intended to best position its products in the market. The Company has certain competitive advantages over the regional craft brewers, including a long history of awards for product quality, greater available resources and the ability to distribute and promote its products on a more cost-effective basis. Additionally, the Company believes it has competitive advantages over imported beers, including lower transportation costs, higher product quality, a lack of import charges and superior product freshness.
* Human Resource Management: As a company set of financial and strategic objective ought to include both near term and longer term performance, targets from human resource manager. They are thinking Boston Beer Company had begun stepping up efforts to attract talented managers from outside the company. The company highest presidential award recognizing outstanding achievement in employee relations and community initiatives. As of December 31, 2011, the Company employed approximately 840 people, of which approximately 72 were covered by collective bargaining agreements at the Cincinnati Brewery.
The representation involves three labor unions with two contracts expiring in early 2012. The Company believes it maintains a good working relationship with all three labor unions and has no reason to believe that the good working relationship will not continue. The Company has experienced no work stoppages, or threatened work stoppages, and believes that its employee relations are good. Here all new employees go through intensive training on everything from ingredients, brewing, and beer styles, to taking care of the beer once it leaves the brewery.
Their continued success is the result of the dynamic process of interaction that exists between the people of the company, manifested in an absence of boundaries to communication and improvement. This chemistry allowed them to help redefine an entire industry and also enables them to redefine their selves again and again. * Information System: It has become significant that companies establish multi-dimensional, comprehensive and centralized deep distribution data center to provide a strong basis for decision analysis and enhance the competitiveness in an increasingly furious competitive market environment.
The information system of Boston Beer Company is extremely good. The company believes continual investment in the development and enhancement of information system. It analyzes the needs of information construction of deep distribution, and emphasizes the profound significance and successful possibility to strengthen the determination which is need to perform the information management, makes re-engineering optimal design for main sales flow, the last, it introduces the implementation supporting measures of information system construction. * Top management information very much privacy.
* Internal information so much active. * Use internet * Use local cable channels. C. Capabilities: Operation was successful that they were featured. They can cover whole world market by their service and day by day increase company centralized distributors. * Strong market position * Product quality and services * A variety of products * Unique taste and flavor * Strong marketing policies * Specific market segment * Quality over price * Can finance its own capital expenditures * Boston Beer has no short or long term debts. * Leadership built on scale, quality and branding * Expanding market share D.
Summary of Internal Factors: The discussion sessions were very open and the management would give the current situation as to the employee’s involved in decision making. In the last five years, the Company has experienced significant increases in direct and indirect energy costs, and energy costs could continue to rise. Increasing energy costs would result in higher transportation, freight and other operating costs, including increases in the cost of ingredients and supplies. The Company’s future operating expenses and margins could be dependent on its ability to manage the impact of such cost increases.
If energy costs continue to increase, there is no guarantee that such costs can be fully passed along to drinkers through increased prices. The Company’s future growth may be limited by both its ability to continue to increase its market share in domestic and international markets, including those markets that may be dominated by one or more regional or local craft breweries, and by the growth in the craft-brewed beer market and the Better Beer market. The development of new products by the Company may lead to reduced sales in the Company’s other products, including its flagship Samuel Adams Boston Lager.
The Company’s future growth may also be limited by its ability to meet production goals at the Company’s owned breweries, its ability to enter into new brewing contracts with third party-owned breweries on commercially acceptable terms or the availability of suitable production capacity at third party-owned breweries, should production at the Company’s owned breweries miss targets, and its ability to obtain sufficient quantities of certain ingredients and packaging materials, such as hops and bottles, from suppliers. IV. Analysis of Strategic Factors:
* SWOT Analysis: * Strength: * Strong recent financial performance * Robust network of breweries for localdistribution * Diversified in products and geographical distribution * Strong market position * Expanding market share * Strong growth prospects * Highly regarded management team. * Providing strong brand name. * Weaknesses: * Much smaller player than most competitors. * Declining profitability. * Limited liquidity position. * Low return on equity. * Product recalls. * High energy cost. * Opportunities: * Focused strategy on reducing cost.
* Dependencies on other brewers. * Production expansion. * Growing craft beer market. * To create new business. * Extension the business in other countries. * Penetration into foreign/intl. Markets. * Growth through partnership. * Threats: * Changing consumer preferences. * Limitations on advertising. * Stringent governmental regulations. * Consolidation in beer industry. * High competition among the same company also another business threats for the Boston Beer Company. * Changing customer lifestyle and taste. V. Identification of Strategic Issues:
The Company managed to differentiate itself from its competitors by providing excellent service in the world and has successfully capitalized its brand name. The differentiation strategy is followed by the company in the corporate level strategy and they are some common issue: * Think like a customer. * Sell what customer wants to buy. * Provide a genuine value to the customer. * Make the customer’s expectations. * Review its businesses and new investments with the goal of achieving sharper focus on its core businesses.
* Involvement of competitors in merge and acquisitions with other company. * Increasing in production cost of all basic beer ingredients. * The Company’s key suppliers may not be able to fund their capital requirements, resulting in disruption in the supplies of the Company’s raw and packaging materials. * The credit risks of the Company’s wholesalers may increase; * Overall beer consumption may decline; or * Drinkers of the Company’s beers may change their purchase preferences and frequency, which might result in sales declines.
* Volatile and uncertain financial markets and economic conditions may cause disruption in the Company’s operations and cash flow and reduce its gross profit and gross margin. The alcoholic beverage industry has become the subject of considerable societal and political attention in recent years, due to increasing public concern over alcohol-related social problems, including drunk driving, underage drinking and health consequences from the misuse of alcohol, including alcoholism.
Some of the company’s current and potential competitors had substantial resources and may have been able to provide such products and services at little or no profit or even at a loss to compete with the company’s offerings. Alternatively these competitors may have collaborated with each other to offer solutions that were more integrated than those they currently offered. VI. Strategic Alternatives: The domestic beer industry, other than Better Beers, has experienced a slight decline in shipments over the last ten years.
The Company believes that this slower growth is due to both declining alcohol consumption per person in the population and increased competition from wine and spirits companies. If beer consumption in general were to come into disfavor among domestic drinkers, or if the domestic beer industry were subjected to significant additional governmental regulations, the Company’s business could be materially adversely affected. * Boston Beer Company should be more careful about the customer satisfaction. * It has better control, quality and services. * Their differentiated products can make their customers happy.
* Have to reduce energy cost as well as the production cost. ALT1: Accept the United Airlines offerings that they will serve the Samuel Adams Boston Lager to fliers on all of its flights. * Pros: National exposure & high sales. * Cons: May lose the actual flavor. ALT2: Alliance with other company to take competitive advantage. * Pros: Cost savings. * Cons: May fall of net profit. * Recommendations: ALT1: Accept the United Airlines offerings that they will serve the Samuel Adams Boston Lager to fliers on all of its flights. * Increasing national exposure. * Volume of sales will be increased.
* Product will be available on every United Airlines flights. * Econimics of scale (Demand will be more & to meet the demand the production cost will be less). VII. Evaluation and Control: Their current information system capable of measuring critical success factors and providing sufficient feedback on implementations activities. They are operation successful but they have some limitations so I think proper plan can help to improve the condition and current information is not sufficient to increase the condition. It is necessary to make out standing strategy.